Our Vision

Students First – Inspire, Educate, Celebrate

Our Mission

Dearborn Public Schools will provide an exceptional learning environment that empowers every student to succeed in life today and in the future.

To our Dearborn Community,

It is my honor to share with you the work of dozens of diverse stakeholders throughout our community. Together this group spent months formulating a Strategic Plan to ensure our district remains a leader in education. We started by analyzing data, comparing ourselves to similar districts in test scores, budget, staffing, and enrollment. We examined areas of strength, and we identified areas where the district will focus its energies in the next three years. Then we trusted our professional staff to develop the roadmap to attain the standards of excellence our community expects of the Dearborn Public Schools. Through this process, we will maintain our vision and mission statements that continue to be a call to action.

This school district is part of a growing, vibrant area built upon quality education and outstanding city services. New schools, housing, and retail development complement the existing infrastructure to provide residents with a safe, stable community. Each and every one of our schools is a great place for your child to receive their education.

The district offers programs and services to meet the needs of all students as you will see in this document. To find out more, please contact the school in your neighborhood or the Administration Office at 313-827-3006. Thank you for taking the time to review our Strategic Plan for the future of the Dearborn Public Schools.

Dr. Glenn Maleyko
Superintendent

Our Commitments

  • Prioritize a student centered mindset for every decision.
  • Prioritize a student centered mindset for every decision.
  • Prioritize the safety and well-being of ALL students.
  • Differentiate instruction to meet the needs of every learner.
  • Celebrate ALL students.
  • Promote lifelong learning skills focusing on academic and social emotional learning.
  • Foster a supportive environment that promotes strong relationships among staff, students, and families.
  • Educate with purpose to empower students by exposing them to many different career opportunities through field experiences and employability skills.
  • Implement Educational Development Plans (EDP) to help students establish educational/personal career goals.
  • Maintain learning environments where all students feel valued, supported, and safe.
  • Establish highly functional systems District-wide to ensure high expectations, equitable access to opportunities, resources, and curriculum for all students.
  • Create a culturally responsive environment in which all students see themselves in curriculum, celebrations and community partnerships.
  • Leverage new technologies, approaches and structures that enhance student learning and enable the District to remain a leader of educational change.
  • Invest in staff at all levels to produce a caring and nurturing environment for students.
  • Provide job embedded, meaningful and targeted professional learning to enhance student success.
  • Inspire staff so they can thrive and excel.
  • Prioritize the well-being of ALL staff so they feel safe, supported and valued.

Strategic Plan Progress Monitoring

Strategic Plan Progress Monitoring
Focus Area 1: Instructional Improvement And Innovation
Focus Area 2: Student and Staff Well-Being
Focus Area 3: Stakeholder Engagement
Focus Area 4: Facilities and Infrastructure

Strategic Plan Stakeholders Committee

The Strategic Plan Committee members represented a wide array of roles throughout the district. Community members, parents, students, teachers, and administrators were all represented.

*Click on the Strategic Plan Committee Members to see all the members.

Lena Abdrabbah, Instructional Staff Member
Safiyya Abdullah, Instructional Staff Member
Husn Ahmed, Student
Gehad Alawan, Parent/Guardian
Angela Altomonte, Instructional Staff Member
Zakary Amekran, Student
Mark Andrews, Non Instructional Staff Member
Robert Attee, Administrator
Ali Bazzi, Parent/Guardian
Ahlam Bazzi, Post-Secondary Professionals
Kim Beckwith, Instructional Staff Member
Hussein Berry, School Board Trustee
Hassan Berry, Student
Hussein Beydoun, Post-Secondary Professionals
Fatmeh Beydoun, Instructional Staff Member
Hussein Beydoun, Instructional Staff Member
Linda Charara, Parent/Guardian
Danielle Elzayat, Non Instructional Staff Member
Mike Esseily, Administrator
Abeer Fahs, Instructional Staff Member
Fatme Faraj, Administrator
Malak Fardous, Instructional Staff Member
Andrew Gladstone-Highland, Parent/Guardian
Winifred Green, Administrator
Nofila Haidar, Parent/Guardian
Frank Haliburda, Administrator
Rebecca Hermen, Parent/Guardian		Hilda Irani, Administrator
Iman Ismail, Instructional Staff Member
Cillian Jackson, Student
Tirria Kendred, Post-Secondary Professionals
Darin Kerr, Instructional Staff Member
Farah Mackie, PTA Council
Farah Mackie-Harajli, Parent/Guardian
Hussain Makki, Student
Wafaa Mallah, Non Instructional Staff Member
Adam Martin, Administrator
Aimee Meeker, Instructional Staff Member
Al Mosawi, Parent/Guardian
Adnan Moughni, Administrator
Zeinab Moughnia, Instructional Staff Member
Haifaa Mourad-Chamma, Parent/Guardian
Adeeb Mozip, Parent/Guardian
David Mustonen, Administrator
Syeda Naqvi, Parent/Guardian
Morgan Pircer, Instructional staff member and parent
James Radcliffe, Instructional Staff Member
Anji Santacroce, Parent/Guardian
Zanib Sareini, Non Instructional Staff Member
Lamis Srour, Administrator
Metsihet Tilahun, Parent/Guardian
Shadia Vettraino, Parent/Guardian
Thomas Wall, Administrator
Zahera Zahreldin, Instructional Staff Member

Focus Area 1: Instructional Improvement and Innovation

Dearborn Public Schools staff will meet the academic, social, and emotional needs of all students

SMART Goal: Maintain a high graduation rate and meet annual proficiency and growth targets in pre-K through 12th grade as set by the state accountability system

Action StepsAssigned ToStart DateDue Date
Provide high-quality professional development that increases the staff’s capacity to collaborate, design, and implement Tier I, Tier II, and Tier III instruction.Director of Curriculum
Executive Directors of Student Achievement		Fall 2022Spring 2026
Build Collaborative cultures within PLC teams in every buildingExecutive Directors of Student AchievementFall 2023Spring 2026
Identify and Revisit essentials and unpack into learning targets for every subject and every levelExecutive Directors of Student AchievementFall 2023Spring 2024
Develop Common Assessments Executive Directors of Student Achievement Fall 2023Spring 2024
Establish a school wide system of interventions and extensions for all students including ELsExecutive Directors of Student AchievementFall 2024Spring 2026
Establish K-12 evidence based grading and reporting processDirector of Assessment
Executive Directors of Student Achievement		Fall 2024Spring 2026
Integrate and monitor technology/STEAM plan implementation throughout the PLC processDirector of Curriculum
Executive Directors of Student Achievement		Fall 2024Spring 2026

Action StepsAssigned ToStart DateDue Date
Establish a longitudinal  EDP for every student from K-12 leading to a college and career plan
Career Awareness: Grades K-6
Career Exploration: Grades 7 & 8
Career Preparation: Grades 9 – 12		Elementary – Principals
Middle School – Counselors
High School – G.I.S and Academy lead and counselors		20242026
Track and communicate ALL students’ progress across the three levels through a clear processBuilding AdministratorsFall 2023Spring 2026
Implement systemic practices to improve attendance Student Services Director
Building Administrators , Liaisons, APs, Counselors		20232026
Educate with purpose to empower students by exposing them to many different career opportunities through field experiences and employability skills.Co-Op Teacher
Counselor
CTE Partnerships		20232026
Develop a DPS portrait of a graduate
College and Career Readiness
Employability Skills and Civic Discourse		Executive Directors of AchievementSpring 20242026

Action StepsAssigned ToStart DateDue Date
Provide high-quality professional development that increases the staff’s capacity to collaborate, design, and implement common assessmentsDirector of Curriculum
Executive Directors of Student Achievement		Fall 2023Spring 2026
Provide specially designed professional development to allow for teacher choice based on needsDirector of Curriculum
Executive Directors of Student Achievement		Fall 2023Spring 2026
Prioritize and streamline professional development with emphasis on aligning to district adopted resourcesDirector of Curriculum
Executive Directors of Student Achievement		Fall 2023Spring 2026
Incorporate staff input when planning professional developmentDirector of Curriculum
Executive Directors of Student Achievement		Fall 2023Spring 2026
Equip professional staff with current technology skills to strengthen instruction in all areasDirector of TechnologyFall 2023Spring 2026


Focus Area 1 Indicators of Success:

  • Professional Development Feedback for planning and evaluation
  • Implementation Tool of MTSS Academic-DAIT TOOL (Dearborn Activity Implementation Tool)
  • Implement citizenship/employability skill reporting tool within report card
  • Increased proficiency and growth 
  • EDP plan implementation K-12
  • PD plan for district and schools

Focus Area 2: Student and Staff Well-Being

All students will learn in an environment that fosters social-emotional well-being, and global perspectives. Dearborn Public Schools will attract, develop, and retain excellent staff in a quality work environment.

SMART Goal: Students – Decrease bullying, increase positive behavior, improve discipline and attendance.
SMART Goal: Staff – Increase staff well-being and satisfaction as measured by annual surveys and increased retention rates

Action StepsAssigned ToStart DateDue Date
Incorporate SEL activities at each levelExecutive Director of Special PopulationsFall 2024Spring 2026
Establish a school wide system of interventions and extensions for All students based on SEL needsExecutive Director of Special PopulationsFall 2024Spring 2026
Implement job-embedded professional learning about the five competenciesExecutive Director of Special PopulationsFall 2024Spring 2026
Monitor students’ affective needs using the CORE Competencies assessmentDirector of Assessment
Executive Director of Special Populations		Fall 2024Spring 2026
Provide high-quality professional development that increases the staff’s capacity to collaborate, design, and implement Tier I, Tier II, and Tier II SEL instruction.Executive Director of Special PopulationsFall 2024Spring 2026
Implement a reporting category for the Affective domain (SEL/employability skills) on all report cards.Executive Director of Special PopulationsFall 2024Spring 2026

Action StepsAssigned ToStart DateDue Date
Establish a systemic culture of collaboration among all staff membersExecutive Director of Human ResourcesFall 2024Spring 2026
Prioritize and streamline professional development for non-instructional staffDirector of Human Resources
Executive Director of Business Services		Fall 2023Spring 2026
Invest in staff at all levels to produce a caring and nurturing environment for studentsExecutive Director of Human ResourcesFall 2024Spring 2026
Provide all staff with job embedded, timely, relevant and targeted professional learning to enhance student successInstructional Coaches and HS Coordinators
Provide all non instructional staff with timely, relevant and targeted professional learning to improve their work environment and increase productivity.Director of Human Resources – Non-InstructionalFall 2024Spring 2026
Inspire staff so they can thrive and excel.Building AdministratorsFall 2023Spring 2026
Prioritize the well-being of ALL staff so they feel safe, supported and valued.Building AdministratorsFall 2023Spring 2026


Indicators of Success

  • MTSS Affective Implementation Tool
  • Staff Satisfaction Survey
  • Staff Retention Rates
  • Decreased Suspension, Expulsion and Referral Rates
  • Increased Attendance Rates
  • Results from the CORE Competencies and teacher observations

Focus Area 3: Stakeholder Engagement

Develop strong partnerships within the community to support a culture of learning for all.

SMART Goal: Improve trusting relationships between stakeholders and district as measured by annual surveys

Action StepsAssigned ToStart DateDue Date
Foster trust between the community and the school district through timely communication in a clear, concise, transparent mannerDistrict Leadership
Building Administrators		Fall 2023Spring 2026
Consistently engage stakeholders in decision makingDistrict Leadership
Building Administrators		Fall 2023Spring 2026
Implement strategies to engage to increase stakeholder engagementExecutive Director of Business Services
Director of Communications		Fall 2023Spring 2026
Create educational materials and informational meetings for stakeholders to better understand school business and educational policies and guidelinesExecutive Director of Business Services
Director of Communications		Fall 2023Spring 2026

Action StepsAssigned ToStart DateDue Date
Create a written communication plan encompassing district and school communitiesDirector of CommunicationFall 2023Spring 2026
Provide Parent Talk professional development to selected district trainers to provide teacher and family trainings at the schoolsExecutive Director of Special PopulationsSpring 2024Spring 2026
Use Social Media and district approved communication tools including Intouch, MiStar, and blogs to provide timely and relevant communication.Building AdministratorsFall 2023Spring 2026
Maintain monthly parent meetings at all schools (PTA and/or other educational meetings)Executive Directors
Building Administrators		Fall 2024Spring 2026


Indicators of Success

  • Staff satisfaction surveys
  • Staff Retention Rates
  • Feedback from parents/community members/students
  • Decent stakeholder participation
  • Quality feedback at chatting and other events
  • Parent correspondence

Focus Area 4: Facilities and Infrastructure

Dearborn Schools will ensure safe and supportive facilities for all its students and employees.

SMART Goal: Improve infrastructure based on the Fielding Study Recommendations based on budget availability. Increase Security at all buildings.

Action StepsAssigned ToStart DateDue Date
Implement an administrative process to prioritize needs that will be addressed by security programDirector of Operations
Health Safety & Security Director		Fall 2023Spring 2026
Review and continuously update building and district security plansHealth Safety & Security DirectorFall 2023Spring 2026
Provide emergency management training districtwideHealth Safety & Security Director
Director of Instructional Technology		Fall 2023Spring 2026


Indicators of Success

Action Step 1:

  • We have also added cameras and updated and expanded access controls for doors. 8/14/24
  • Edsel Ford and Dearborn High entrances updated due to threat assessment analysis.
  • We have changed the platform to a web-based and internally managed security camera system. 8/14/24
  • Elevator emergency phone lines have been changed to VOIP to replace obsolete copper phones. 8/14/24
  • E-911 is implemented on all district phones. 8/14/24
  • We have updated our emergency training. 8/14/24
  • 20% Electrification of the bus fleet. 8/14/24
  • Behavior Threat Assessment Indicator Tool. 8/14/24
  • Continued our better filtration systems at Haigh, Howard, Long, Nowlin, Duvall, Whitmore Bolles, Snow, and Oakman. 8/14/24

Action Step 2:

  • EOP 8/14/24
  • Biennial State EOP Manual Update 8/14/24
  • Establish and continue planning and review of building crisis teams. 8/14/24
  • Outside review of emergency plans and threat assessment. 8/14/24
  • Establish updated critical incident mapping. 8/14/24

Action Step 3:

  • Provide emergency management training districtwide. 8/14/24
  • Updated active assailant training districtwide. 8/14/24
  • Continue to coordinate response with first responders at local levels. 8/14/24
  • District funded SROs 8/14/24
  • Local police training in buildings 8/14/24

Action StepsAssigned ToStart DateDue Date
Leverage new technologies, approaches and structures that enhance student learning and enable the District to remain a leader of educational change.Director of Instructional Technology
Teacher Curriculum Leaders
Curriculum Director		September 2023Spring 2026
Strategically replace or renovate buildings based on Fielding recommendations and stakeholder feedbackDirector of Health and Safety
Director of Instructional Technology		September 2023Spring 2026


Indicators of Success

Action Step 1:

Action Step 2:

  • Implemented energy savings bond of $11.2 Million 8/14/24
  • Esser 3 funding for building improvements in air and air handling 8/14/24
  • General funding to wrap around ESSER funding for building improvements 8/14/24
  • Green school funding from local and state grants 8/14/24
  • $2 million capital improvement for food service across the district 8/14/24
  • 74B Grant –  $1.1 million for electrification infrastructure 8/14/24
  • Applied for mini grant for infrastructure 8/14/24
  • Funding for automotive, cybersecurity lab,  and skilled trades enhancements for Michael Berry Career Center 8/14/24
  • Henry Ford Early College Expansion 8/14/24
  • Fielding International report on long term infrastructure study

Strategic Plan Documents

Strategic Plan Documents